Lean Six Sigma Green Belt Online Training and Certification PDF

2 of 52 3 of 52 SETTING 3 of 52 3 of 52 “EYES” BREAKER: INSPECTION PROCESS 3 of 52 LEAN SIX SIGMA TRAINING & CERTIFICATION Introduction Generally, Green Belts are resources...

2 of 52 3 of 52 SETTING 3 of 52 3 of 52 “EYES” BREAKER: INSPECTION PROCESS 3 of 52 LEAN SIX SIGMA TRAINING & CERTIFICATION Introduction Generally, Green Belts are resources who can independently drive a Lean Six Sigma Project with guidance from the Master Black Belt. Green Belts are expected to be familiar with statistical tools needed in driving Lean Six Sigma projects. LEAN SIX SIGMA BELTS, ROLES AND RESPONSIBILITIES Introduction PROJECT LEVEL Introduction SCOPE Improves sub-process of Improves end to end Improved cross a scope of the team process of the team functional process COMPLEXITY Low-Med Complexity Very High complexity High Complexity DURATION Can be > 6 months 3 – 6 months 6 months avg High probability of hard SAVINGS High Probability of Soft Probability of hard and savings or efficiencies savings/effort reduction soft savings Must be handled by a BB LED BY Can be taken by a high- Must be taken by a Team or Master BB potentiation employee Leader/Manager THE CLASSIC APPROACH Introduction Fire fighting! Problem Re- Problem Immediate Containment occurs else Identified Action Implemented where! THE LEAN SIX SIGMA WAY Introduction Immediate Solution Applied Defined Root Solutions Problem Containment and Monitored Cause Analysis Validated with identified Action Across the Process Data Implemented Company WHY QUALITY IS IMPORTANT? Introduction It’s your signature as a Dictates your customer Manage your bottom- business specifications line WHY QUALITY IS IMPORTANT? Introduction EVOLUTION OF QUALITY PRACTICES Introduction Six Sigma ISO 9000 Just in 2010s Time 2000s Lean Six Statistical Sigma Lean Quality 1980s Manufacturing Control Total Quality 1960s Management Total Quality Control 1930s Testing & Inspection WHAT IS LEAN? Introduction Pioneered by Japanese auto industries Extended beyond manufacturing floor since mid 90’s A manufacturing Recognizes “waste” as the Value philosophy primary driver and employs creation techniques to continually drive out waste in the process WHAT IS LEAN? Introduction A Set of tools developed to reduce the waste associated with flow of process. The Goal is to identify non- essential and non-value added steps in the business process in order to streamline the process LEAN PRINCIPLES Introduction LEAN, WHAT DOES IT DO? Introduction Increase Productivity Improve On-Time Delivery Reduce Cycle Time Reduce Inventory Increase Sales Improve Quality LEAN, WHAT DOES IT DO? Introduction Eliminate Waste Do it right the first time Minimize Inventory Empower workers Maximize Flow Ban local optimization Pull from Demand Partner with suppliers Meet Customer Create a culture of Requirements continuous improvement WHAT IS LEAN? Introduction Traditional Thinking: Cost + Profit = Selling Price Lean Thinking: Profit = Selling Price – Cost The elimination of anything not absolutely required to deliver a quality product or service, on time, to our customers. VALUE vs. WASTE Introduction Value Adding Value Enabling Non Value Adding (Necessary Waste) (Wastes) An activity that An activity done for An activity that does not transforms inputs or regulatory or legal add to the value of the information or meet reasons product/ service itself customer requirements Needs to be looked at The customer does The customer is VERY carefully not care about or is willing to pay for Often, the regulatory not willing to pay for Transforms the or legal requirements Adds to the cost but product / service into are based on not to the perceived something better company’s poor value Makes it more interpretation of the valuable to the law or over- customer compliance Distinguishes the product MAXIMIZE MINIMIZE ELIMINATE WHAT IS LEAN? Introduction C Y C L E T I M E Typical Process VA VE NVA Traditional Improvement VA VE NVA Lean Improvement VA VE NVA Value Adding (VA) Value Enabling (VE) Anything that the customer is willing to pay for Activities that are required to do Value Activities that change form, fit, or function Adding. Non-Value Adding (NVA) Any activity that process does not require Activities that the customer ISN’T willing to pay for Waste 8 TYPES OF WASTE (DOWNTIME) Introduction Defects Overproduction Waiting Non-Utilized Talent Efforts caused by rework, scrap Production that is more than Wasted time waiting for Underutilizing people’s and incorrect information. needed or before it is needed. the next step in a process. talents, skills, & knowledge. Transportation Inventory Motion Extra-Processing Unnecessary movement of Excess products and Unnecessary movements More work or higher quality than products & materials. materials being produced. by people (e.g. walking). is required by the customer. Fact or Myth about LEAN Introduction Fact or Myth Introduction LEAN technique is applicable only for Manufacturing Industry Fact or Myth Introduction LEAN is costly and time consuming Fact or Myth Introduction LEAN has a high focus on process efficiency Fact or Myth Introduction LEAN will eliminate the jobs of the processors Fact or Myth Introduction LEAN is a one time company event aim to improve the process Fact or Myth Introduction LEAN is like the Kanban or Kaizen Fact or Myth Introduction LEAN is about using process tools which Toyota had tested Fact or Myth Introduction LEAN is effective when the organization is embracing continuous improvement culture COMMON MISCONCEPTIONS ON LEAN Introduction It is “just” a manufacturing concept Lean is time consuming and costly to implement and maintain. It will not work here, it is just another initiative. We tried that, it is just a Kaizen event. We are different, it cannot apply to our business. It is an excuse to take our jobs away from us. The company will expect me to do more with less. COMMON LEAN TOOLS Introduction 5S Jidoka Sort, Set In Order, Shine, Standardize, Sustain Design system to partially automate the process and to automatically stop when defects are detected Visual Factory Heijunka Displays and controls used throughout the Form of production scheduling process to improve communication of information Bottleneck Analysis Poka-Yoke Which part of the process limits the over-all Design error detection and prevention into throughput processes with the goal of achieving zero defects COMMON LEAN TOOLS Introduction Standardized Work Just-in-Time Instruction Pull parts through production based on Documented procedures that capture best customer demand instead of pushing parts practices (including the time to complete each through production based on projected demand task) Kaizen VSM A strategy where employees work together A tool used to visually map the flow of proactively to achieve regular, incremental production. Shows the current and future state improvements in the process of processes in a way that highlights opportunities for improvement. KPI Metrics designed to track and encourage progress towards critical goals of the organization (lagging & leading metrics) WHAT IS SIX SIGMA (6s)? Introduction Six Sigma is a disciplined, data- driven problem solving approach and methodology for eliminating defects and reduction of variation. WHAT IS SIX SIGMA (6s)? Introduction The Greek symbol “sigma” (s) which means standard deviation, is a way to describe how much VARIATION exists in a process or set of data. Six Sigma is about identifying VARIATION in order to reduce and control it. WHAT IS SIX SIGMA (6s)? Introduction A philosophy and culture that provides a disciplined, data driven methodology and structured roadmap using the Best in Class practices and tools to: Identify, quantify and eliminate source of variation Achieve breakthrough improvements Sustain performance with well executed control plans WHAT IS SIX SIGMA (6s)? Introduction Goal is to become a world Class process with only 3.4 defects per million opportunities WHAT IS SIX SIGMA (6s)? Introduction AN INITIATIVE A METHODOLOGY A MEASUREMENT Breakthroughs Process thinking Quantifies process Right projects Process variation capability Right People Facts, figures, data Project management Define, measure, Right results analyze, improve, Sustaining gains control (DMAIC) Statistical tools Critical few variables SIX SIGMA (6s) – AS AN INITIATIVE Introduction Changing the Decision Making Process Types of Problems Decision Making Path Intuition, gut feel, I think… Simple We have the data and look at it We make graphs / charts of the data We use advanced statistical tools to evaluate the data Complex SIX SIGMA (6s) – AS AN INITIATIVE Introduction Project Selections Key Business Plan Opportunities to reach the goal Issues needing attention Problems, Errors, Dissatisfied Customers, Inefficiency SIX SIGMA (6s) – AS A METHODOLOGY Introduction Focus on Processes “85% of the reasons for failure to meet customer requirements are related to deficiencies in systems and processes…rather than employee. The role of management is to improve the process. ” -W. Edwards Deming SIX SIGMA (6s) – AS A METHODOLOGY Introduction Define Measure Analyze Improve Control Understand the Verify critical Initiate the project inputs using process Analyze data to planned Finalize control prioritize key input experiments system variables Define the process Evaluate the risk Design Define the improvements Develop and customer evaluate requirement measurement Verify long term systems Identify waste capability Define key process Pilot new process output variables Measure current process performance SIX SIGMA (6s) – AS A MEASUREMENT Introduction SIX SIGMA (6s) – AS A MEASUREMENT Introduction SIX SIGMA (6s) – AS A MEASUREMENT Introduction Practice the philosophy of continuous improvement. Get a little bit of better every single day. “More than just a methodology, measurement and initiative, Six Sigma is a discipline” 36 of 52 SIX SIGMA PRINCIPLES Introduction Always focus on the customer Understand how work really happens Make your processes flow smoothly Reduce waste and concentrate on value Stop defects through removing variation Get buy-in from the team through collaboration Make your efforts systematic and scientific FUNDAMENTAL EQUATION OF SIX SIGMA Introduction Y = f (x1, x2, x3, xn) Dependent Output Is a Function/Process of the Independent Inputs In order to improve the “output” (Y), we need to understand how the process works (F) and identify how the change in the inputs (X’s) affects the output FUNDAMENTAL EQUATION OF SIX SIGMA Introduction Y = f (x’s) Fluffy rice = Cooking method Stove/Electric + quality of rice + quantity of rice + water level + cooking temperature + cooking time FUNDAMENTAL EQUATION OF SIX SIGMA Introduction Y X’s = Quality of service Staff friendliness Amenities Speed of service Cleanliness Value for Money Exercise Introduction Identifying Y and X VARIATION IS NOT GOOD Introduction Variation is an enemy! Why variation is bad in Business Process?? VARIATION IS NOT GOOD Introduction Variation describes how consistent a process’ output is. Reducing variation is a fundamental goal of Six Sigma, as it means more consistent results that meet customer requirements. ABC XYZ Target 10 days 1 day Target 10 days 1 day 5 days 5 days Accuracy vs. Precision Introduction SUMMARY: SIX SIGMA (6s) Introduction Six Sigma is an initiative used to proliferate process improvement in organization Six Sigma is a problem solving approach based on following DMAIC roadmap that focuses on reducing variation A measure of defects & variations SIX SIGMA (6s) – IS vs. IS NOT Introduction Six Sigma IS… Six Sigma IS NOT… A genuine focus on customer A Cure-All Data and fact-driven management A quick fix Process-oriented improvement A guarantee route to the best solution Proactive management A replacement for sound judgment Boundary-less collaboration A substitute for creativity and experience Drive for perfection with tolerance for mistakes About being perfect Systematic way of process improvement LEAN AND SIX SIGMA (6s) Introduction PROCESS SPEED ACCURACY Close understanding IMPROVEMENT Identify and eliminate of customer needs Sustainable non-essential and non- improvement based value added steps in Disciplined way of on effective analysis order to streamline using facts, data and of facts and voice of production statistical analysis the customer LEAN AND SIX SIGMA (6s) Introduction LEAN SIX SIGMA Focuses on process flow Focuses on process variation Process speed Process success How quickly things move through a process How consistently/correctly things move through Improve cycle times and on-time delivery, by a process reducing waste and delays in a process Improve quality, yield and customer acceptance by reducing/eliminating defects and variation SUMMARY: LSS COMPLEMENTARY CONTRASTS Introduction LEAN SIX SIGMA Efficiency Effectiveness Waste Reduction Variation Reduction Value Stream Subset of Value Stream (Specific Process) Operational Metrics Quality Metrics Continuous Improvement Breakthrough Improvement Experiential / Intuitive Data Driven / Statistical Big Picture / Macro Specific Focus / Micro Flow & Speed Capability & Accuracy Reduction of # of process steps Reduction of Variation in a Process / Build Quality Reduce Inventory Reduce Rework Low Complexity Problems High Complexity Problems week to 1 month Project Duration 3 months to 6 months Project duration Visual Factory / Learn to See Hidden Factory Often “pluck low hanging fruits” Difficult to Access fruits Cost of lost volume (Opportunity) / Customer Demand Cost of Poor Quality / Customer Specification Exercise Introduction LEAN or Six Sigma LEAN SIX SIGMA IS EFFECTIVE WHEN: Introduction Facing the unknown (Unknown root cause, unknown solution) Solving a complex problem (problem is widespread and undefined) Product or Process is already existing LEAN AND SIX SIGMA Introduction  LEAN SIX SIGMA TOOLBOX Introduction Measure Cause & Effect Improve LSS Principles Analysis Project Selection Lean Tools VSM FMEA Project Team Charter Mistake Proofing Theory of Constraints Data Collection Hypothesis Testing Team Deployment Quick Changeover Control Charts Graphical Tools Analysis of Variance (ANOVA) Visual Management Control Plan Descriptive Statistics Correlation & Total Productive Standard Work Measurement System Maintenance Analysis Regression Non-parametric Method Correlation & Regression Process Capability Study Design of Experiments Lean Tools Mistake Proofing Kaizen Events Define Control Analyse Tasks: 1. Identify focus areas 3. Define key process output variable 6. Brainstorm all possible causes 9. Identify and evaluate possible 10. Standardize improvement 2. Setup project and deploy 4. Develop data collection plan 7. Shortlist major suspected causes improvement solutions solutions team 5. Determine current process capability 8. Verify actual causes 10. Plan improvement actions 11. Document and close project POP-UP QUIZ Introduction Q&A Introduction 52 of 52